Helbling & Associates executive search consultants discuss their thoughts on the 2016 hiring and talent forecast within Facilities Management.

1. What do you expect the hiring activity to be within the Facilities sector in 2016, and what are the
major challenges and opportunities that organizations are facing with regards to talent?
Lord: Facilities Management has become a very complex environment, and owners that have significant real estate assets look to execute
strategies to maximize their budgets, reduce operating costs, and integrate sustainability advancements. They have to manage their
portfolios in the most efficient and streamlined manner.
That said, I foresee the hiring activity within the facilities realm to continue being extremely active. The majority of facilities professionals are
approaching retirement, and there is a significant shortage of talent. At the same time, organizations are looking to bring in fresh, innovative
talent that can leverage the many advancements that are transforming this market.
Today’s progressive organizations command facilities professionals who have strong financial aptitudes and business acumens, those who
understand how to effectively manage large capital programs, and who are well-informed of the latest technologies and advancements within
energy management, sustainability, and alternative construction methods. Sure, candidates need technical skills, but organizations seek
individuals who have strong business instincts, who are financially savvy, and who understand how to analyze life cycle operating costs, and
return on investments. And, let’s not forget the intangible skills that are always in demand – strong communication and presentation skills;
ability to build, manage, and empower a team; and the skill to lead an organization through major changes.
What’s interesting about facilities today is that individuals who are entering this field are coming from more of a white-collar background:
property/asset management and computerized systems. This creates a lot of opportunities for organizations to take advantage of the high-
tech experience these professionals have and partner them with a more seasoned individual (maybe nearing retirement) to get an
appreciation of the hands-on, trades side of the business.
Miller: I believe we will continue to see robust hiring activity within this sector simply because there are so many opportunities for
organizations to improve upon their facilities management programs in this environment. Utilities management, sustainability, and evolving
construction methods, such as green building, BIM, prefabrication, and modularization – all of these are opportunities to be creative and
strategic.
While the aforementioned is true for all organizations, these initiatives especially pertain to the healthcare, higher education, and corporate
communities. Take the construction activity within the institutional sector as an example. Universities, hospitals, and cultural institutions are
investing in significant capital programs. With those types of plans comes the need for executives to oversee the entire construction process,
monitor budgets, implement cost-saving measures, and employ other strategies to make sure projects are successful and have a high return
on investment. Capital programs are just one example. Organizations are also focusing on sustainability and energy management initiatives.
Organizations understand that, to be successful in their initiatives, they need to secure qualified talent to drive these strategies. The issue is,
while there are facilities professionals who have the necessary skill sets, there’s not enough of them. This demands that recruitment be well-
planned, aggressive, and strategic.
Facilities Management ~ 2016 Hiring & Talent Outlook
Interview conducted by Sami L. Barry of Managing Directors James Lord and Wesley Miller, and Senior Managing Consultant Joseph Wargo

2. Wargo: I see the level of recruitment continuing as it’s been for the past several years. Most organizations have come to realize that they
need to significantly enhance how they manage their facilities operations. They understand that they need professionals who understand
trends and best practices, and who demonstrate success in maximizing limited budgets, while also focusing on advancements, efficiency, and
sustainability.
Candidates who have strong financial and technical aptitudes, change agent mindsets, high emotional intelligence, and inclusive and
empowering management styles are in high demand, and most cannot be found and acquired through traditional recruitment methods.
What insight are client organizations expecting from Helbling to address these issues?
Lord: Due to the opportunities that exist to improve facilities management, it is critical for organizations to identify, attract, and secure talent.
The upper tier professionals are not looking for new opportunities, and therefore, they have to be aggressively pursued – but in a highly
strategic way.
It’s not surprising that most clients want a “renaissance person” – someone who is great with people, highly technical, and who has good
business savvy and financial aptitude. In all honesty, people who have all of these qualities are very rare. It’s my role as a search consultant
to partner with clients and help them to be more realistic about the available talent, their compensation structure, and the strengths and
weaknesses of their organization and staff. Working in collaboration, we determine how to build a team that can leverage strengths and
balance weaknesses versus expecting one person to do everything.
We continue to encourage our clients to think “outside the box” regarding the sources for talent. Since there is such high demand, it is often
wiser to take a chance by lowering the technical requirements in order to obtain the talent that fits into the culture and is within the salary
constraints. Technical components are often the most easily trained. Personality, drive, collaboration, and leadership are often much harder
to develop. Our clients expect us to consult with them through the process of making these tough decisions.
We are often asked to assist in making the final hiring decision. I try to guide that process, but I cannot make the decision for my clients.
When necessary, I provide them ranking matrices to objectively evaluate the candidates and support them in making the right decision.
Miller: Clients expect us to be transparent regarding market conditions, the talent it can bear, and the type of skills that would be most
beneficial to have for their organization, department, and its objectives. They want us to analyze their compensation structures, position
descriptions, and internal people who will be involved in the interview process to understand the recruitment strategies needed to attract
the best candidates.
They also like to see a diverse slate of candidates, which is understandable. Furthermore, it is not uncommon to present candidates who
don’t have all of the necessary skills but who we believe could grow into a role and fit in well with our client’s culture and structure. After all,
the cultural fit is the most critical element of a placement.
Wargo: Clients are more consistently relying on our expertise to help them set up and manage the interview process. In recently working
with a few higher education clients, they requested that we submit 15 to 25 resumes so they can have their search committees review the
resumes, rank the candidates, and then choose who they want to invite for first round interviews. I think it's important for our firm to insert
ourselves in that step to ensure that the right candidates are chosen for interviews. Many search committee members have a limited
understanding of facilities and/or construction, which can result in the wrong candidates being chosen for interviews.
Additionally, clients frequently request that we develop a list of potential interview questions for use during the first round of interviews.
They also ask for our suggestions on who the interviewers should be for round one, round two, etc. and how long each interview should
last. They realize that leveraging the expertise of a well-regarded search firm can result in a smoother and more efficient interview process,
and ultimately the best candidate being chosen.

3. What does the active Facilities market mean for experienced and highly qualified executives?
Wargo: Because the facilities management sector is advancing so quickly and has become a valuable component of organizations with large
real estate portfolios, there are an abundance of opportunities for facilities professionals of all levels – from energy managers and
sustainability director to chief facilities officers.
While Helbling represents a wide spectrum of organizations that have facilities management departments, we frequently partner with
universities, hospitals, cultural institutions, and corporations in attracting facilities talent of all levels. We have seen an influx of executive
searches come in since the beginning of this fourth quarter. I believe this is because organizations are beginning to ramp up their hiring in
order to develop their strategies for 2016 and reach their objectives. Because of this, I believe there is a favorable job market for any
facilities professional who is adept at what they do, who is at the stage of their career where they are prepared to take on more
responsibilities, and who has the soft skills that organizations desire.
Sami L. Barry is Director of Marketing for Helbling & Associates. She has been with the firm for 21 years, and creates articles and blogs that focus on the
A|E|C, Facilities Management, and Real Estate Development industries, as well as Talent Management and Career Development.
Helbling & Associates is a retained executive search firm specializing exclusively in Construction, Engineering,
Facilities Management, and Real Estate Development.
Located in Pittsburgh, Pennsylvania, we represent domestic and Canadian organizations.
Website: www.helblingsearch.com
Blog: blog.helblingsearch.com
Contact: (724) 935-7500 | helbling@helblingsearch.com